Current Engagement:Department of Defense – Defense Civilian Personnel Advisory Service (2014 - Present)Strategic Workforce Planning Team Lead and Functional Community Advisor responsible for contractor support leading to the delivery of DoD’s biennial Strategic Workforce Plan submission to Congress. Currently developing DoD Cyber Strategic Workforce Plan.  Led the team’s efforts including report drafting and editing, adjudication of coordination comments, and conducting an After Action Review for the FY 2014 Strategic Workforce Plan. Led development of the FY 2016 SWP: strategic redesign and associated change management; executive direction setting and communication; and process redesign. Currently leading contractor team's development of DoD's FY 2016-2021 Strategic Workforce Plan.Previous Engagements Department of the Navy Military Sealift Command (2013) - Conducted assessment of furlough impacts upon the Military Sealift Command operations and organizational climate; assessed process improvement opportunities for the initiation, implementation, and management of furloughsDepartment of the Navy Executive Management Program Office (2009-2013) - program manager for curriculum design and executive development for members of the Department of the Navy (DON) Senior Executive Service (SES). Analyzed executive careers and conducted research to create a unique framework for understanding the progressive development requirements of executives throughout their SES careers. Conducted a GE Workout to engage 14 Senior Executives in designing the DON's Leadership Development Framework. Implemented the "Leaders Developing Leaders"​ philosophy for engaging Navy and Marine Corps'​ top military and civilian leaders in executive development roles. Created development roadmaps for the three SES career stages and designed the Navy's core executive development programs. Integrated executive development with the department's annual executive talent management process.

HR business partner and member of the senior management team for Baltimore Gas and Electric (BGE) and Constellation Power Generation business units. Provided the full range of HR service delivery including employee relations, leadership and employee development, organization effectiveness, staffing and compensation. Co-led the organization redesign of the gas and electric utility and realigned talent with the new organization model. Revamped the utility's compensation system for market competitiveness and internal equity. Created incentive programs to drive performance in strategic programs. Developed best-in-class HR service delivery team, achieving gains of approximately 30% improvement in customer satisfaction and HR service delivery metrics while leading the enterprise in employee engagement over multiple successive years.

Consulted with senior executives on leadership assessment, development, and succession management concerns. Provided executive coaching for Baltimore Gas & Electric CEO and top executive team. Conducted assessments and provided individual feedback. Facilitated creation of individual development plans. Designed and conducted the executive assessment process for use in senior management selection. Formed BGE’s executive talent council to clarify and to structure executive ownership for senior management development. Improved bench strength and achieved unprecedented deployment of senior management talent across business units. Designed and implemented an innovative “Three-Way Coaching Model” that engages leader, subordinate, and coach in performance development. With BGE’s top executive team, created leadership competencies aligned with the business strategy. The competencies were adopted for use in selection, development, performance management and rewards decisions.

Hired to drive performance improvement and organization capability as a component of the company’s IT Transformation program. Designed IT competency models for front-line and mid-level leaders. Integrated competency models in selection, performance management, development and succession management systems. Improved leadership competencies by providing individual coaching for 30 director-level IT leaders, validated by improved scores in 360 assessments. Implemented an manager coaching program to raise the productivity of the IT function. Replaced a proficiency-based performance management system with a results-based merit system that differentiated performance; tied performance ratings to merit increases and bonuses for all employees. Reversed a high-performer attrition trend through incentive program redesign and educating leaders on strategic allocation of financial rewards.

Consulted with the CEO and senior vice presidents on human resources development requirements. Led organization development and training activities for U.S. locations. Developed executive, senior management, and functional competency models. Implemented succession management process. Led change management program for successful SAP implementation. Facilitated redesign of the marketing department's operating model; developed competency models, conducted marketing staff assessments and assisted in upgrading talent. Launched the company's first joint U.S., Europe, and Japan strategy development effort resulting in new product platforms and changing the company's competitive positioning. Facilitated call center organization redesign and customer service training, increasing customer satisfaction by more than 25% over a three-year period and raising the company's industry ratings for customer satisfaction.